فصلنامه مدیریت اسلامی
سال سی و یکم شماره 1 (بهار 1402)

 Patience is the main mediator in achieving goals, especially in achieving great goals, and this is a definite divine tradition that without patience, the prophets were not able to achieve their management goals. The purpose of this research is to compile and prioritize the features of an organization with high patience with an Islamic approach, in which the mentioned features are identified and explained in the five pillars of the organization (people, goals, structure, environment and technology). This research is descriptive-survey and practical in terms of its purpose. The statistical population of this research was all the experts consisting of university professors, managers and experts of the governing and executive bodies of Fars province, among whom 15 people were selected purposefully and non-randomly as a sample. In the process of carrying out the research, first, the basic features of an organization with high patience were identified according to the study of previous literature, Quranic verses, Nahj al-Balagha and experts' opinions. In the next step, using the fuzzy Delphi method, the final features were identified and refined. Then, using the fuzzy hierarchical analysis technique, the final features in the five pillars of the organization were ranked and given importance. The results of the research show that among the five pillars of the organization, the pillar of people-managers with a weight of 0.33352 is the most important pillar of an organization with high patience. "Unhurried decision-making by managers in the face of various events" with a weight of 0.31502 in the element of people-managers, "respectful treatment of employees with clients" with a weight of 0.48131 in the element of people-employees, "endurance and stability in achieving organizational goals "with a weight of 0.55431 in the goal pillar, "efficient communication" with a weight of 0.29174 in the structure pillar, "planning and action to end the emergency situations that the organization faces" with a weight of 0.57352 in the external environment pillar, "culture Non-revenge against the evils of others" with a weight of 0.44573 in the internal environment element, "no dependence on new technologies" with a weight of 0.66134 in the technology element are the most important characteristics of an organization with high patience.

The purpose of this research is to design a competency model for Jihadi managers. The current research is developmental in terms of its purpose and exploratory in terms of its research strategy. Its materials and content in the qualitative stage include the statements of the Supreme Leader, interviews and literature and the background of the research and the statistical population of the research in the qualitative stage, including two groups of scientific experts and managers, and in the quantitative stage, it includes managers with more than 20 years of experience and faculty members of the field. It is management. The sample size was 12 in the qualitative stage and 50 in the quantitative stage. The sample members were selected in the qualitative stage through purposive sampling and in the quantitative stage through accessible sampling. The data collection tool was an in-depth interview and a researcher-made questionnaire. Qualitative data analysis was done using content analysis method and quantitative data was done using inferential statistics. The findings of the research showed that the competency model of Jihadi managers includes 71 competency components in the form of eight dimensions of knowledge (two components), abilities (six components), skills (12 components), attitude (19 components), personality traits (10 components), insight (four components), and moral characteristics. (16 components) and validity (two components). The findings of the research showed that the most important competencies of a jihadist manager are his jihadist attitude and the necessary skills to perform his duties and responsibilities.

The existence of a model to respond to material and spirvitual needs in the society based on the rich and saving teachinys of islam is an inevitable necessity.The purpose of this study is to designe of Islamic Iranian management of progress.It has a qualitutive approach, it’s purpose is applied, nature is explorapory, and it’s research strategy is thematic analysis.The method of data collection is the study of upstream documents and in- depth and open snowball interviews of 45 experts until the data was completed. For data analysis, it was used the continuous comparison method in three stages; open, axial and selecting coding. By analyzing the data, the Iraniann Islamic management model of progress in five categories or dimensions, including the Iranian Islamic cultural dimension of progress, the Iranian Islamic economic dimension of progress, the Iranian Islamic scientific dimension of progress, the Iranian Islamic governemental dimension of progress and the Iranian Islamic promotional dimension of progress was made and it was approved by the experts.

One of the most important human resource issues is employee performance management. An effective performance management system can guide the performance of employees within the goals of the organization and Improve the performance of employees and consequently the organization. The purpose of this study is to explain the dimensions and components of employee performance management through the content of Nahj al-Balaghah. Thematic analysis is employed for this qualitative research. Using theme analysis, 320 basic themes, 86 organizing theme and 8 global themes were extracted. Global themes of performance management include Designing a common vision, Performance indicators of employees and managers, Development of sustainable learning, Promotion of individual growth, Performance monitoring and measurement, service compensation and Punishment of wrongdoers. 7 Organizing themes as designing a common vision, 9 performance indicators for managers, 16 performance indicators for all employees of the organization, 14 organizing themes as indicators of development of sustainable learning, 9 organizing themes as promotion of individual growth, 20 organizing themes as Performance monitoring and measurement, 6 indicators for service compensation and 5 indicators for the Punishment of wrongdoers have been extracted from Nahj al-Balaghah.